Project Intake and Prioritization
Problem
A global consumer packaged goods brand with aggressive growth targets underwent a department consolidation that combined multiple functions across their marketing and innovation groups. Given the organization’s growth projection, successful delivery of go to market strategies for product innovation would be key to their success. The newly formed team needed support in developing a prioritization methodology for the many projects that were underway, which all involved deep cross-functional requirements with their supply chain. The restructuring had created a lack of clarity around team member roles and project goals, driving a need for project consolidation and increased process consistency.
Approach
Excelerate was engaged to develop a process for defining and prioritizing projects from ideation to commercialization. Utilizing a highly facilitative model to engage the cross-functional groups by first engaging individual stakeholders to understand existing pain points and then bringing everyone together in a workshop setting, Excelerate defined the key qualitative and quantitative attributes of the organization’s project portfolio to ensure alignment with the organization’s strategic objectives.
Results
By providing a standardized approach to the project analysis and intake process, Excelerate was able to provide a roadmap with prioritized efforts for a portfolio of projects that represented $16M in incremental revenue. The organization then decided that in order to continue this structured approach to decision-making, they wanted to engage Excelerate to execute due diligence on standing up a Program Management Office (PMO) that would provide them with the rigor needed to sustain the effective decision-making approach that this process introduced.